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1 The challenge for the new bank CIO How to achieve customercentricity by making better use of six emerging technologies

2 Contacts Florham Park, NJ Ramesh Nair Partner New York Ranjan Tatke Senior Associate This report was originally published by Booz & Company in

3 Executive summary The financial crisis and changing marketplace have created massive disruption in the financial services industry, particularly for banks. To address these challenges, consumer banks must become more customer-centric. This in turn requires new foundational capabilities: capabilities that will help banks distinguish themselves as part of a customer-oriented industry. These include a seamless cross-channel portal with improved customer experience, better access to (and use of) customer insights, custom products and services, and better back-end business processes. Information technology (IT) functions will be increasingly called on to play a key role in developing these strategic capabilities. The IT function will be the gateway to six new enabling technologies. Each offers opportunities for giving customers convenience, control, recognition, and transparency. The technologies are mobility (the use of mobile devices), high-end analytics, big data management, next-generation data processing, cloud computing, and service-oriented architecture. To make use of these key enablers, organizations will need to refine their operating models, governance, data and application management, and technology architecture. An IT road map can integrate these technology enablers into your company s ongoing, planned initiatives. 3

4 Banks must reassess their strategies The financial crisis and changing marketplace have created massive disruption Limited growth opportunities and regulatory constraints are now familiar The customer base has eroded, as traditional banks increasingly compete with nonfinancial services organizations: PayPal, Mint, Prosper, etc. Most banking products (other than wealth and payment) have reduced operating profits Revenues have steadily decreased in an extremely competitive market To address these challenges, consumer banks must become more customer-centric This in turn requires new foundational capabilities: A seamless, cross-channel portal (with improved customer experience and interface) Better access to (and use of) insights about consumer needs and preferences Better platforms for custom products and services A holistic view of the customer A back-end platform for managing the product and service portfolio Efficient back-end business processes and infrastructure management 4

5 and IT plays a key role in developing the requisite capabilities The IT function should provide comprehensive, strategically oriented technology enablers: Mobility to enable always-on connection to clients, customers, and employees High-end structured analytics to provide full-population, real-time, deep customer insights Management of big data to process large, unstructured data from social media and other sources Next-generation data management systems for agile processing of multi-format data and to integrate unstructured and structured data Cloud computing for infrastructure, data, analytics, and applications Service-oriented architecture to enable data and functional service reusability To make use of these key enablers, organizations will refine their operating models, governance, data and application management, and technology architecture An IT road map can integrate technology enablers into your company s ongoing, planned initiatives 5

7 Banks seek to grow through customer-centric strategies Customers Need Convenience They Want Control They Deserve Recognition Transparency Easier access to and use of accounts, products, and services Freedom to move between fully functional, technology-enhanced mobile channels 24/7 ability to conduct transactions and access information Ability to control the end-to-end experience Convenient access to make informed trade-offs Hassle-free flexibility, so customers can rethink their choices during (and after) the purchase decision Multiple levels of assistance online and in person A more pronounced personalized banking experience Products and services tailored to fit customers particular financial and personal needs Personalized experiences based on customer segments In-depth understanding of value proposition and the fine print Features and prices of offerings explicitly compared to market Clear communication of fee structures, terms, restrictions, and deadlines Key Business Drivers Improved market share Mobile and other new channels Broader reach Use of social media Segmentation More human touch for premier customers Lower-cost channels for selected customers Increased share of wallet Personalized products and services Seamless interaction and assistance across channels Improved delivery Increased speed-to-market Reduced cost of solutions Source: analysis 7

8 To make this approach work, banks need new IT capabilities Front Office A seamless, cross-channel portal Rich, elegant interface; personalized for client preferences Integrates sales, service, origination, and third-party products and services Better customer experience and user interface Better access to customer insights Portal and other means to gather data on customer behavior, product/channel usage, and risk Real-time analytics to predict next best offer for the customer Optimized lead distribution Middle Office Back Office Better platforms for custom products and services Easy configuration of products and services based on customer responses to the front-end portal Underwriting and custom pricing, making use of deep customer insights A holistic view of the customer Integration of transactional and behavioral data from sources inside and outside the bank Data collected across lines of business to create a single customer profile Linkage between relational data and unstructured data from social media, websites, etc. A back-end platform for managing the product and service portfolio The ability to quickly define products on the platform and provide inputs to transactional systems Clean product master providing inputs to front-end, middle, and back-end systems Efficient business processes and infrastructure management Reusable services, improved speed-to-market, reduced costs for delivering services Ability to easily scale up or scale down infrastructure capacity Ability to manage large volumes of customer and transaction data Source: analysis 8

11 Early adopters of these six enablers are demonstrating their potential for FS Technology Enablers Critical Breakthrough Success Story 1 Mobility Widespread acceptance of touch-sensitive mobile devices (smartphones, tablets) Increased adoption of new technologies (near field communication, speech/facial recognition) enabling mobile commerce PNC has developed a virtual wallet, with features (mobile banking, calendars, savings plan) designed for Gen Y customers 2 3 High-End Analytics Big Data Management Fast, agile data-processing capability that can process full population data without database manipulations New integration mechanisms (such as Web services) and interfaces to deliver real-time analytics Ability to manage increased volume, velocity, and variety of data from social media, digital, and other channels using distributed parallel processing Foursquare provides real-time, social graph based offers on mobile devices or on website, based on full population data analysis Hadoop MapReduce is being used for sentiment analysis by trading institutions. The platform measures sentiment about specific stocks by following trends on social media channels 4 Next-Generation Data Processing Commercialization of new database management systems (for example, columnar data) Technologies to connect structured, relational data with unstructured data Analytic application in Morgan Stanley combines more than 10,000 dimensions of structured and unstructured data from five ERP applications to provide unified customer data view to sales force 5 Cloud Computing Increased adoption of SaaS-based applications, including analytics, from different vendors (such as Salesforce.com) Ability to provision application development platforms over cloud, in addition to infrastructure Visa is using cloud computing to access fraud data models (from Google) that use 36 terabytes of data this cuts down model building time from one month to 13 minutes 6 Service-Oriented Architecture SOA services at Credit Suisse have resulted in cost reduction and service quality improvement Credit Suisse began implementing SOA in 2007 Source: analysis 11

15 Few banks have the requisite database management systems in place 4 Next-Generation Data Processing Surveys of CIOs: What are your plans for specialized database engines (OLAP, columnar databases, warehouse appliances) this year? Expanding/upgrading 15% implementation 14% Implemented, 18% not expanding 16% Technical Implications of Next-Gen DBMS There is increased recognition that roworiented relational database management systems can t meet the new demands New technologies and computation capabilities can support different data architectures Planning to implement in the next 12 months Planning to implement in a year or more 9% 10% 8% 11% Specialized databases are being adopted: To manage high-volume, unstructured, and diverse data structures and attributes To improve speed-to-market insights by eliminating the need for physical modeling and multidimensional cubes Interested but no plans Not interested Don t know 7% 6% 18% 21% 22% 25% At present, four specialized databases are leading the field: Columnar RDBMS In-memory databases Inverted databases Associative index databases Source: Enterprise and SMB Software Survey, North America and Europe, Q4 2009; Forrsights Software Survey, Q

16 Cloud computing can reduce costs and improve speed-to-market 5 Cloud Computing Worldwide IT Spending ($US billion) IT Cloud Service On-Premise IT 493 Observations on the Cloud Cloud services are growing much faster than internally hosted IT in 2012, 25% of net new IT spend growth will come from cloud services Multiple vendors provide infrastructure as a service, used by the financial services industry to augment in-house infrastructure SaaS (on-demand software) has evolved as a generally accepted deployment model for CRM/HRM apps in financial services - SaaS subscriptions account for 39% of total apps revenue in HRM - SaaS expected to grow at 15% CAGR through 2014 SaaS expanding to financial and ERP systems as customization, upgrade, data security, and maintenance limitations are being addressed Total Platform as a service (PaaS) enables partner ecosystems Reduces coding effort, with model-based configuration and BPM Enables apps to be built more rapidly than with proprietary tools Improves SaaS adoption by providing additional extensibility Source: 16

17 Banks are adopting SOA, but without an enterprise strategy for it 6 Service-Oriented Architecture Annual survey of CIOs: What are your plans to pursue SOA? % Respondents SOA s Potential Value 40% 35% 30% In financial services, SOA penetration is high (close to 80%), but most firms don t have an enterprise-level strategy 25% 20% 15% 10% 5% 0% Not pursuing SOA Plan to pursue SOA in 12 months Organizations need to place SOA inside a broader architectural context that enables key IT capabilities: In-house or cloudsourced data services for complex analytics and customer insights External and internal services to improve the customer value proposition Customer-facing business processes using services like compliance and security validation Use SOA without enterprise-level strategy Use SOA and have an enterprise-level strategy Note: Numbers may not add up to 100% because of rounding. Source: Enterprise and SMB Software Survey, North America and Europe, Q and Q4 2009, and Foresights Software Survey, Q

18 Each bank should define its own distinctive mix of ITenabled capabilities Enablers Architecture Technology Data & Applications 1 Mobility Separation of user interface from back end as enterprise applications are accessed by multiple customer devices Migration to Web-centric tools that reduce dependency on specific devices and platforms To provide a full range of functions on mobile channels, build infrastructure to support apps, and use cloud-sourced services 2 High-End Analytics Infrastructure strategy to enable full population analytics Data architecture for real-time context-aware analytic insights Database and infrastructure to support in-memory processing A data strategy to support high-end analytics and insights based on recurring customer events 3 4 Big Data Management Next-Generation Data Processing Enterprise data warehouse and analytic data structure enhancement to accommodate unstructured data from multiple external providers Data, query, and analysis architecture to support new database constructs Platforms (Apache, LexisNexis), tools (Hadoop, MapReduce), and delivery strategies (in-house vs. cloud) for big data management Integrated data architecture to manage relational data with new data structures (columnar or inverted DBMS) Access to critical data sources (such as social media) needed for customer and process insights Refinement of data integration processes and tools to integrate unstructured data with relational data Deployment of data warehouses and downstream applications to bring together traditional RDBMS with new columnar or inverted data 5 6 Cloud Computing Service-Oriented Architecture Source: analysis Cloud strategy (private, public, hybrid) aligned with business needs Loosely coupled architecture that can facilitate cloud sourcing of infrastructure, platform, application, or data services with minimal impact to internal systems Refinement of the SOA implementation approach to weave in mobility, high-end analytics, big data management, and nextgeneration data processing Cloud services that support mobile payments and complex analytics Cloud-based platforms to enhance app development capabilities Refinement of the enterprise technology strategy to ensure support for service-based interoperability Cloud-sourcing SaaS apps for CRM, HRM, and ERP capabilities Data sensitivity classifications to design clouds with appropriate security Common services to be provided to front-, middle-, and back-office applications by aligning SOA strategy with enterprise business model 18

19 and adjust IT budgeting, operating model, and governance accordingly Enablers IT Budgeting Operating Model Governance Mobility High-End Analytics Big Data Management Next-Generation Data Processing Cloud Computing Service-Oriented Architecture Source: analysis Budget allocation to support new technology platforms (mobile, unstructured data analytics) and devices needed to develop new capabilities Budget balancing across mobility platforms (to ensure that all customers have access) Optimal spend to support multiple analytic and data-processing application implementation (no single app or technology can support the needs of any major customer-facing enterprise) Proof-of-concept fund to test new tools and technologies before developing rollout plans On-ramp/off-ramp investment strategy to develop mobility, analytics, and other capabilities from the ground up and refine investments based on value realization Operational budget allocation for cloud-sourcing infrastructure and platforms New sourcing models to facilitate new IT capability development Pay-as-you-use models for cloud-sourcing Risk- and reward-sharing models with partners providing mobility and analytics/data-processing capabilities PMO framework and horizontal management processes to achieve synergies between operational initiatives and initiatives related to new technology Shared services and governance structures to manage development of emerging platforms (this is critical for mobile, analytics, and big data management) Optimal resource mix (including IT outsourcing and offshoring) to procure critical skill sets and knowledge needed to support emerging technologies Defined development approaches and infrastructure standards to reduce incoherent proliferation across the enterprise for the emerging enabling technologies OLA/SLAs for internally and externally hosted application and data services Corporate policy revisions, keeping in mind adoption of new mobility devices Data security (customer consent, encryption, entitlements) to meet compliance and customer service needs Information governance refinement for big data: compliance monitoring plan and security policies related to unstructured data Clear governance structure for cloud computing and SOA Rules and structure to determine what can be cloud-sourced Standards to develop interoperable services Decision rights for individuals in the IT organization Clear policies and control rights for information dissemination and download into external channels (for example, insights pushed onto mobility platforms outside the organization s firewalls) 19

20 CIOs should augment existing initiatives with new technology enablers Enterprise Initiative Some Illustrative Scenarios Customer/Employee Portal Explore mobile channels to roll out a portal for customers and employees Use SOA to define services to be offered by the portals Make cloud-based third-party products and services available on the portals Consolidated Customer Views Capture customer data using mobile channels Deploy next-generation DBMS to store and manage unstructured data New CRM Platform Explore hosting of CRM platform in the cloud Integrate operational analytics with CRM modules to aid sales interaction Provide full range of functionalities on mobile devices for field users Analytics & Insights Use new analytic tools to process a high volume of data to deliver customer insights Define context-aware insights to mobile channels Enterprise Data Platform & Warehouse Use appliances like Teradata and Netezza to manage big data Explore hosting of the data platform in the cloud Third-Party Contract Management Refine third-party contracts for cloud-based infrastructure, platform, data, and applications Source: analysis 20

21 is a global team of practical strategists committed to helping you seize essential advantage. We do that by working alongside you to solve your toughest problems and helping you capture your greatest opportunities. These are complex and high-stakes undertakings often game-changing transformations. We bring 100 years of strategy consulting experience and the unrivaled industry and functional capabilities of the PwC network to the task. Whether you re charting your corporate strategy, transforming a function or business unit, or building critical capabilities, we ll help you create the value you re looking for and impact. We are a member of the 157 countries with more than 184,000 people committed to delivering quality in assurance, tax, and advisory services. Tell us out more by visiting us at strategyand.pwc.com. This report was originally published by Booz & Company in PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see structure for further details. Disclaimer: This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors. 21

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